Case Study Scorebook · Web viewStep #1 of the Leadership System ensures the organization is able to create and reinforce an organizational culture that fosters workforce and customer

Applicant Code: 2021 Cycle Case Study Case Study Scorebook Examiner Name: Case Study

FLORIDA STERLING COUNCIL

2020-2021 Case StudyScorebook

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Deliverables

Ensure you have completed the following:

Item Worksheets for Items: 2.1, 3.1, 4.1, 5.1, and 6.1

o 4-6 most relevant Key Factors for that Item

o 5-8 total Comments (Strengths and OFIs) for each Item

o Any Innovations found are noted

o Results correlation is completed

Scoring Matrix & Score Range for Items: 2.1, 3.1, 4.1, 5.1, and 6.1

Header has your name on every page

Case Study Debrief questions (last page) completed

Hours Worked: .

Email your completed Case Study Scorebook to the Sterling Office at [email protected] by Wednesday, October 14, 2020.

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Instructions / Samples

Sample Key Factors

Key Factors: Copy/paste only the 4-6 most important Key Factors relevant to this Item. Enter one Key Factor and its number per row.

1 Organizational Environment: Regional organ and tissue procurement organization (OPO) for 3.2 million people living within a federally assigned territory inclusive of 62 counties location within two states. Multi-faceted, non-profit organization dedicated to saving and improving lives. Is one of fifty-eight (58) federally, designated organizations within the United States.

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Mission, Vision, and Values: (1) Mission—We save and improve lives.; (2) Vision—Organs and tissues are always available.; (3) Values—Compassion; Quality; Teamwork; Innovation; Honesty

Culture: Strong focus to meet the mission; environment that encourages and supports accountability; employee and organizational learning, innovation, agility, intelligent risk taking; healthy, safe, and secure work environment; continuous process improvements; supporting strategies, systems, and methods for achieving performance excellence

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Organizational Structure: (1) Board of Directors—Validate Vision, Mission, Values; Establish Accountability; (2) Leadership Team (ELT and LT)—Create the Environment; Operationalize the Strategy; Monitor the Performance; (3) Workforce—Support and Facilitate Organ & Tissue Donation

Etc.

Comment Instructions

Criteria

EvidenceCriteria Statement

Approach Deployment Learning Integration Innovation Results

Instructions:

Do not delete any of the criteria in this column.

Copy/Paste criteria as needed for your comments.

Strength Instructions:

A Strength comment will always have an Approach.

Therefore, the Criteria Statement is always in the Approach column (what), followed by explanation of

the approach (how).


Example(s) of who, where, when


Example(s) of cycle(s) of

improvement


The single, most relevant Key Factor


Example(s) of innovation, if

identified


Results related to the comment

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Criteria


Approach Deployment Learning Integration Innovation Results

OFI Instructions:OFI comment Criteria

Statement is included in the A, or D, or L column.

All Text is Red.

OFI Instructions:

The single, most relevant Key Factor

OFI Instructions:

Results related to the comment

Refer to Comment Samples on the following page.

You may want to print pages 4 and 5 for reference as you write your comments.

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Sample CommentsSample Strength Comment:

Criteria


Approach Deployment Learning Integration Innovation Results1.1a(1) Vision, Values, and Culture: How do senior leaders set your organization’s vision values, and culture through your leadership system? How do senior leader’s personal actions reflect commitment to the vision, values, and culture?How do senior leaders deploy the vision, values, and culture through your leadership system, to the workforce, to key suppliers and partners, and to customers and other stakeholders, as appropriate?

The vision/values (V/V) are set as part of the organization’s Leadership System (LS) in step #1, Create the Environment.

The Leadership Team (LT) serve as role models and demonstrate their commitment to the core values by setting the culture via the Leadership System which consists of 1) Create the Environment, 2) Operationalize the Strategy, and 3) Monitor the Performance.

The Leadership Team (LT) deploys the vision and values through multiple communication mechanisms as managed by the Communication process such as reviewing and emphasizing the V/M/V during board, staff, and department meetings; and incorporating donor family, recipient, and patient stories into multiple communication methods.

The LT’s commitment is demonstrated by setting the culture; and displayed through daily practice, during staff and departmental meetings, and in Rounding for Outcomes (RFO) conversations.

The LT’s 360-degree review process provides systematic feedback to all LT members, including exhibiting behaviors consistent with the V/V.

KF #3 – Culture: Strong focus to meet the mission

Incorporating stories of donor families, recipients, and patients waiting for a transplant into multiple communication mechanisms.

Figure 7.4-1 – Perception of Leadership – Deploy vision and valuesFavorable Trends for Workforce and Customer SurveysFavorable Level for Donor Family Survey

Always complete the Integration and Results columns; either a comment/note

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Sample OFI Comment:

Criteria


Approach Deployment Learning Integration Innovation Results– 1.1a(2) It is not clear how the

organization monitors and responds to breaches of ethical behavior. For example, the organization encourages employees and stakeholders to report any questionable behavior, including a hotline reporting system to ensure confidentiality; however, it is not clear how the organization monitors and responds to these reported issues.

KF #3 – Culture: environment that encourages and supports accountability

Figure 7.4-5 – Corporate Compliance Hotline Issues

Unfavorable Trend

Each OFI is for only one Evaluation Factor: Approach, or Deployment, or Learning.All OFIs start with, “It is not clear…”, “It is not evident… “, or “it is not apparent…”.

Always complete the Integration and Results columns.Do not write OFI comments for Innovation or Results.

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Item 1.1 Worksheet—Senior LeadershipKey Factors: Copy/paste only the 4-6 most important and relevant Key Factors relevant to this Item. Enter one Key Factor and its number per row.

1 Organizational Environment: Regional organ and tissue procurement organization (OPO) for 3.2 million people living within a federally assigned territory inclusive of 62 counties location within two states. Multi-faceted, non-profit organization dedicated to saving and improving lives. Is one of fifty-eight (58) federally, designated organizations within the United States.

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Mission, Vision, and Values:Mission: We save and improve livesVision: Organs and tissues are always availableValues: Compassion, Quality, Teamwork, Innovation, HonestyCulture: strong focus to meet the mission; environment that encourages and supports accountability; employee and organizational learning, innovation, agility, and intelligent risk taking; healthy, safe, and secure work environment; continuous process improvements; supporting strategies, systems, and methods for achieving performance excellence

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Organizational Structure: Board of Directors: validate Vision, Mission, Values; establish accountabilityLeadership Team (ELT and LT): create the environment, Operationalize the Strategy, Monitor the PerformanceWorkforce: Support and Facilitate Organ & Tissue Donation

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Key Stakeholder Groups / Requirements: Communities within Service Area – Requirements: Comply with legal, ethical, and regulatory requirements while providing quality organs and tissues; education, transparency, and accessibilityWorkforce – Requirements: Connection with V/M/V, excellent benefits; coworkers/teamworkBoard of Directors – Requirements: Strategic Planning, administration, financial management

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Strategic Challenges: SC01 – Business / Industry ChangesSC02 – Operational – AuthorizationSC03 – Societal Responsibility – Increase RegistrySC04 – Workforce Retention

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Performance Improvement System: Plan, Do, Study, ActEvaluation / Review Processes: (1) Identify the Problem (What is the problem?)(2) Set the Aim (What are we trying to accomplish?)(3) Select the Change (What changes could we make to improve?)(4) Select the Measure (How will we know we have improved?)(5) Test the Change

CriteriaEvidence

Criteria Statement Approach Deployment Learning Integration Innovation Results

1.1a(1) Vision, Values, and

The vision/values (V/V) are set as part

The Leadership Team (LT) deploys the

The LT’s 360-degree review process

KF #3 – Culture: Strong focus to meet

Incorporating stories of donor families,

Figure 7.4-1 – Perception of

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CriteriaEvidence

Criteria Statement Approach

Deployment Learning Integration Innovation Results

Culture: How do senior leaders set your organization’s vision values, and culture through your leadership system? How do senior leader’s personal actions reflect commitment to the vision, values, and culture?How do senior leaders deploy the vision, values, and culture through your leadership system, to the workforce, to key suppliers and partners, and to customers and other stakeholders, as appropriate?

of the organization’s Leadership System (LS) in step #1, Create the Environment.

The Leadership Team (LT) serve as role models and demonstrate their commitment to the core values by setting the culture via the Leadership System which consists of 1) Create the Environment, 2) Operationalize the Strategy, and 3) Monitor the Performance.

vision and values through multiple communication mechanisms as managed by the Communication process such as reviewing and emphasizing the V/M/V during board, staff, and department meetings; and incorporating donor family, recipient, and patient stories into multiple communication methods.

The LT’s commitment is demonstrated by setting the culture; and displayed through daily practice, during staff and departmental meetings, and in Rounding for Outcomes (RFO) conversations.

provides systematic feedback to all LT members, including exhibiting behaviors consistent with the V/V.

the mission recipients, and patients waiting for a transplant into multiple communication mechanisms.

Leadership – Deploy vision and valuesFavorable Trends for Workforce and Customer SurveysFavorable Level for Donor Family Survey

– 1.1a(1) It is not clear how the organization evaluates its vision/values (V/V) to determine when modifications may need to be made. For example, during a

KF #2 – Vision: “Organs and tissues are always available” and Values: Compassion, Quality, Teamwork, Innovation, Honesty

N/A

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CriteriaEvidence



recent Strategic Planning Session, it was determined its value of Improvement needed to be changed to Innovation. However, it is not clear if there is a method to systematically review the V/V to remain current.

1.1a(2) Promoting Ethical Behavior: How do senior leaders’ personal actions promote and demonstrate ethical behavior in all interactions?How do they promote, ensure, and measure ethical behavior throughout the organization; and in interactions with the workforce, customers, partners, suppliers, and other stakeholders?

How do they monitor and respond to breaches of ethical behavior?

The LT’s actions personally demonstrate the highest standards of ethical behavior by promoting the principles and ideas reflected in the vision/values (V/V).

The LT adheres to workplace policies including the Code of Professional Conduct, Donor/Recipient Confidentiality, and Conflict of Interest (COI) with a signed, annual disclosure.

Through the Corporate Compliance Program (CCP), leaders promote an atmosphere that

Behavior is on display and visible to the staff, work system, and department meetings as well as regularly through Rounding for Outcomes (RFO) conversations.

The organization’s entire workforce, including the LT and Board of Directors (BoD) is trained annually on the CCP policy.

The LT reviews the CCP using the Plan, Do, Study, Act (PDSA) methodology to identify and implement opportunities for improvement.

Compliance policies are reviewed by the organization’s quality staff.


Figure 7.4-5 – Corporate Compliance Hotline IssuesUnfavorable Trend

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CriteriaEvidence



encourages employees and stakeholders to report any questionable behavior.

– 1.1a(2) It is not clear how the organization monitors and responds to breaches of ethical behavior. For example, the organization encourages employees and stakeholders to report any questionable behavior, including a hotline reporting system to ensure confidentiality; however, it is not clear how the organization monitors and responds to these reported issues.


Figure 7.4-5 – Corporate Compliance Hotline IssuesUnfavorable Trend

1.1bCommunication:How do senior leaders communicate with and engage the entire workforce, key partners, and key customer?

How do they: encourage frank,

To encourage two-way communication with employees, the LT uses the Communication Process which supports an open-door policy and the Rounding for Opportunities (RFO) which enables the consistent practice of

Feedback is provided at staff meetings via the Stoplight Report, which collects information obtained in rounding and identifies suggestions, actions in progress, or suggestions not taken.

The Leadership System (LS) – which includes the Communication Process - has gone through several cycles of improvement, including the addition of new mechanisms to communicate with the workforce and

KF #3 – Values: Teamwork, Honesty

The Stoplight Report gathers information collected through Rounding for Opportunities. In addition to closing the feedback loop, it serves as possible input to organizational improvements.

Figure 7.3-13 – My Opinion Seems to CountFavorable Trends by organization, LT, and staff

Figure 7.4-1 – Perception of Leadership – Encourage 2-way communication

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CriteriaEvidence



two-way communication;

communicate key decisions and needs for organizational change; and

take a direct role in motivating the workforce toward high performance and a customer and business focus?

asking specific questions to obtain actionable information.

The CEO hosted group lunch, Café CEO, allows employees to have access and conversations with the CEO in small-group settings.

A customer and business focus and motivation for high performance are also accomplished using the Communication Process.

Personal notes of recognition can be written by any member of the LT, including the CEO, to acknowledge special achievements.

more opportunities for interaction with the LT.

LT members round with workforce members to gain knowledge, including the support needed to help the workforce member achieve his/her goals, additional resource needs, and peer recognition.

Favorable Trends by workforce and customersFavorable Level for Donor Family Survey

Figure7-4-2 – Monthly Leader Rounding with StaffFavorable TrendsLags Comparison

– 1.1b

1.1c(1)Creating an Environment for Success:How do senior leaders create an environment for success now and in the future?

How do they: create and

reinforce your organizational

The LT creates a successful organization now and in the future through the Strategic Planning Process (SPP) and the Leadership System (LS) which allows the organization’s planning and key processes to create integrated work systems.

To ensure sustainability, processes are mapped and documented, and succession plans are developed to ensure accomplishment of the mission.

Key strategic and operational decisions are communicated to the workforce and key partners through the

The Operational Management Process (OMP) is utilized to review, analyze, improve, and prioritize the organization’s internal and external key processes.

The organization’s performance is monitored by the Leadership Team (LT) using the

KF #13 – Key Stakeholder Groups / Requirements:Communities within Service Area: Transparency Workforce: Connection with V/M/V Board of Directors: Strategic Planning, Administration, and Financial Management

Figure 7.4-1 – Perception of Leadership – Deploy vision and valuesFavorable Trends for Workforce and Customer SurveysFavorable Level for Donor Family

Figure 7.4-1 – Perception of Leadership – Encourage 2-way communication

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CriteriaEvidence



culture, and a culture that fosters customer and workforce engagement;

cultivate organizational agility, accountability, organizational and individual learning, innovation, and intelligent risk taking;

participate in succession planning and the development of future organizational leaders?

Step #1 of the Leadership System ensures the organization is able to create and reinforce an organizational culture that fosters workforce and customer engagement.

The LT develops succession plans for leadership development to ensure there are opportunities for future leaders to grow within the organization and appropriate leadership is available should a vacancy occur.

Communication Process.

An environment for agility and achievement of the mission is done by setting clear expectations of accountability for achieving strategies, tactics, and actions as part of systematically deploying performance reviews linked to the vision/values (V/V) and mission.

Succession plans are aligned with the annual performance evaluations to ensure current and future leaders are receiving needed leadership training.

LT development includes attendance at state and national industry conferences and attendance at nation-wide, non-industry conferences.

Performance Measurement System (PMS)

Leadership and employee performance are monitored via the Performance Evaluation Process (PEP).

A 360-degree feedback review is used to identify specific improvement opportunities for current and future leaders.

Favorable Trends by workforce and customersFavorable Level for Donor Family

Results not provided for succession planning or development of future leaders

– 1.1c(1) It is not clear how senior leaders cultivate

KF #3 Culture: organizational innovation, agility,

Results not provided

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CriteriaEvidence



organizational agility, innovation, and intelligent risk taking. For example, the organization stays aware of industry knowledge and best practices. However, it is not apparent how the organization systematically cultivates innovation.

and intelligent risk taking

1.1c(2)Creating a Focus on Action: How do senior leaders create a focus on action that will achieve the organization’s mission?

How do senior leaders: identify needed

actions in setting expectations for organizational performance;

include a focus on creating and balancing value for customers and other stakeholders; and

Through the Leadership System (LS), the LT creates a focus on accomplishing the organization’s objectives, improving performance, and achieving the vision/values (V/V) and mission through the Leadership System.

Step #1 of the LS identifies opportunities; Step #2 establishes a focus on actions; andStep #3 monitors the performance.

Senior leader

Cascading scorecards are integrated into work systems, departments, and many individual metric levels and incorporated into the web-based Performance Management System (PMS).

The cascading scorecards are a key piece of the Performance Measurement System (PMS) and are reviewed at each work system meeting.This review ensures the ability to recognized the need to modify or implement action plans (APs) as priorities change.

Systematic reviews of the APs, via one-on-one meetings with managers, provide workforce accountability and opportunities to

KF# 21 – Strategic Challenges: SC01 – Business / Industry Changes

Figure 7.4-1 – Perception of Leadership – Create a focus on actionFavorable Trend for Workforce SurveyFlat for Customer SurveyFavorable Level for Donor Family Survey

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CriteriaEvidence



demonstrate personal accountability for the organization’s actions?

accountability for the organization’s actions is accomplished through annual goal plans.

The LT uses the Plan; Do; Study; Act (PDSA) methodology to continually take the LS to the next level in pursuit of the vision.

ensure organizational performance is progressing to plan.

AP progress is reviewed at all LT meetings.

The Corporate Compliance Program (CCP) has been through three cycles of evaluation and improvement in the last four years.

This resulted in greater engagement with employees and stakeholders and changes in annual compliance policy training.

– 1.1c(2)

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Item 1.1 Scoring Matrix: Use H (high), M (mid), or L (low) to indicate relative position in the scoring band.

Factor 0–5% 10–25% 30–45% 50–65% 70–85% 90–100%

Approach

No systematic approach to Item questions evident; information is anecdotal.

The beginning of a systematic approach to the basic questions of the Item is evident.

An effective, systematic approach, responsive to the basic questions of the Item, is evident.

An effective, systematic approach, responsive to the overall questions of the Item, is evident.

An effective, systematic approach, responsive to the multiple questions of the Item, is evident.

An effective, systematic approach, fully responsive to the multiple questions of the Item, is evident.

M

Deployment

Little or no deployment of any systematic approach is evident.

The approach is in the early stages of deployment in most areas or work units, inhibiting progress in achieving the basic questions of the Item.

The approach is deployed, although some areas or work units are in the early stages of deployment.

The approach is well deployed, although deployment may vary in some areas or work units.

The approach is well deployed, with no significant gaps.

The approach is fully deployed without significant weaknesses or gaps in any areas or work units.

M

Learning

An improvement orientation is not evident; improvement is achieved through reacting to problems.

Early stages of a transition from reacting to problems to a general improvement orientation are evident.

The beginning of a systematic approach to evaluation and improvement of key processes is evident.

A fact-based, systematic evaluation and improvement process and some organizational learning, including innovation, are in place for improving the efficiency and effectiveness of key processes.

Fact-based, systematic evaluation and improvement and organizational learning, including innovation, are key management tools; there is clear evidence of refinement as a result of organizational-level analysis and sharing.

Fact-based, systematic evaluation and improvement and organizational learning through innovation are key organization-wide tools; refinement and innovation, backed by analysis and sharing, are evident throughout the organization.

H

Integration

No organizational alignment is evident; individual areas or work units operate independently.

The approach is aligned with other areas or work units largely through joint problem solving.

The approach is in the early stages of alignment with basic organizational needs identified in response to the Organizational Profile and other Process Items.

The approach is aligned with overall organizational needs identified in response to the Organizational Profile and other Process Items.

The approach is integrated with organizational needs identified in response to the Organizational Profile and other Process Items.

The approach is well integrated with organizational needs identified in response to the Organizational Profile and other Process Items.

H

Independent Evaluation Overall Item Score Range: Place “H, M, or L” in appropriate box

0-5%10-25%30-45%

M 50-65%70-85%90-100%

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Item 2.1 Worksheet—Strategy DevelopmentKey Factors: Copy/paste only the 4-6 most important and relevant Key Factors relevant to this Item. Enter one Key Factor and its number per row.

CriteriaEvidence


2.1a(1)Strategy Development ProcessHow do you conduct your strategic planning process, including key process steps?

How does your strategic planning process include addressing your strategic challenges, organizational agility, and leveraging your strategic advantages?

How does your strategic planning process address the potential need for transformational change, prioritization of change initiatives, and organizational

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CriteriaEvidence



agility?

– 2.1a(1)

2.1a(2)Innovation:

How does your strategy development process stimulate and incorporate innovation?

How do you identify strategic opportunities?

How do you decide which strategic opportunities are intelligent risks to pursue? – 2.1a(2)

2.1a(3)Strategy Considerations:How do you collect and analyze relevant data and develop information for use in your strategic planning process?How do you include

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CriteriaEvidence



these key elements of risk: Your Strategic

Challenges and Strategic Advantages

Potential changes in your regulatory and external environment

Potential blind spots in your strategic planning process and information

Your ability to execute the strategic plan

– 2.1a(3)

2.1a(4)Work Systems and Core Competencies:

How do you consider your strategic objectives, work systems, and core competencies to decide which key processes will be accomplished by your workforce and which by external suppliers, partners, and

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CriteriaEvidence



collaborators?

How do you determine what future organizational core competencies and work systems you will need?

– 2.1a(4)

2.1b(1)Key Strategic Objectives:

How does your strategic planning process identify your key strategic objectives and your timetable for achieving them?

What are your organization’s key strategic objectives, and goals for achieving them?

– 2.1b(1)

2.1b(2)Strategic Objective Considerations:

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CriteriaEvidence



How do your strategic objectives achieve appropriate balance among varying and potentially competing organizational needs?

How do your strategic objectives: address your

strategic challenges;

leverage your core competencies, strategic advantages, and strategic opportunities;

balance short- and longer-term planning horizons; and

consider and balance the needs of all key stakeholders?

– 2.1b(2)

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Factor 0–5% 10–25% 30–45% 50–65% 70–85% 90–100%

Approach

No systematic approach to Item questions is evident; information is anecdotal.






Deployment







Learning







Integration








0-5%10-25%30-45%50-65%70-85%90-100%

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Item 3.1 Worksheet— Customer ExpectationsKey Factors: Copy/paste only the 4-6 most important and relevant Key Factors relevant to this Item. Enter one Key Factor and its number per row.

CriteriaEvidence


3.1a(1) Current Customers: How do you listen to, interact with, and observe customers to obtain actionable information?

How do your listening methods vary for different customers, customer groups, or market segments?

How do you listening methods vary across the customer lifecycle?

How do you seek immediate and actionable feedback from customers on quality of products and services, customer support, and transactions?

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CriteriaEvidence



– 3.1a(1)

3.1a(2) Potential Customers: How do you listen to potential customers to obtain actionable information?

How do you listen to former customers, competitors’ customers, and other potential customers to obtain actionable information on products and services, customer support, and transactions, as appropriate?

– 3.1a(2)

3.1b(1) Customer Segmentation: How do you determine your customer groups and market segments?

How do you:

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CriteriaEvidence



use information on customers, markets, and product offerings to identify current and anticipate future customer groups and market segments; and

determine which customers, customer groups, and market segments to emphasize and pursue for business growth?

– 3.1b(1)

3.1b(2) Product Offerings: How do you determine product offerings?

How do you determine

customer and market needs and requirements for product offerings and services;

identify and adapt product offerings to meet the requirements and

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CriteriaEvidence



exceed the expectations of your customer groups and market segments; and

identify and adapt product and service offerings to enter new markets, to attract new customers, and to create opportunities to expand relationships with current customers, as appropriate?

– 3.1b(2)

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Factor 0–5% 10–25% 30–45% 50–65% 70–85% 90–100%

Approach







Deployment







Learning







Integration








0-5%10-25%30-45%50-65%70-85%90-100%

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Item 4.1 Worksheet—Measurement, Analysis, and Improvement of Organizational PerformanceKey Factors: Copy/paste only the 4-6 most important and relevant Key Factors relevant to this Item. Enter one Key Factor and its number per row.

CriteriaEvidence


4.1a(1) Performance Measures: How do you track (select, collect, align, and integrate) data and information on daily operations and on overall organizational performance?

How do you track progress on achieving strategic objectives and action plans? – 4.1a(1)

4.1a(2) Comparative Data: How do you select comparative data and information to support fact-based decision making?

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CriteriaEvidence



– 4.1a(2)

4.1a(3) Measurement Agility: How do you ensure that your performance measurement system can respond to rapid or unexpected organizational or external changes and provide timely data? – 4.1a(3)

4.1bPerformance Analysis and Review: How do you review your organization’s performance?

How do you use your key organizational performance measures, as well as comparative data, in these reviews?

What analyses do you perform to support these reviews and ensure that

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CriteriaEvidence



conclusions are valid?

How do your organization and its senior leaders use these reviews to: assess

organizational success, competitive performance, financial health;

progress on achieving your strategic objectives and action plans; and

respond rapidly to changing organizational needs and challenges in your operating environment?

– 4.1b

4.1c(1)Future Performance:How do you project your organization’s future performance?

How do you use findings from

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CriteriaEvidence



performance reviews and key comparative and competitive data in your projections?

– 4.1c(1)

4.1c(2) Continuous Improvement and Innovation:

How do you use comparative data and findings from performance reviews to develop priorities for continuous improvement and opportunities for innovation?

– 4.1c(2)

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Item 4.1 Scoring Matrix: Use H (high), M (mid), or L (low) to indicate relative position in the scoring band.Factor 0–5% 10–25% 30–45% 50–65% 70–85% 90–100%

Approach







Deployment







Learning







Integration








0-5%10-25%30-45%50-65%70-85%90-100%

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Item 5.1 Worksheet— Workforce EnvironmentKey Factors: Copy/paste only the 4-6 most important and relevant Key Factors relevant to this Item. Enter one Key Factor and its number per row.

CriteriaEvidence


5.1a(1) Capability and Capacity Needs: How do you assess your workforce capability and capacity needs?

How do you assess the skills, competencies, certifications, and staffing levels you need?

– 5.1a(1)

5.1a(2) New Workforce Members: How do you recruit, hire, and onboard new workforce members?

How do you ensure: your workforce

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CriteriaEvidence



represents the diverse ideas, cultures, and thinking of your hiring and customer communities; and

the fit of new workforce members with your organizational culture?

– 5.1a(2)

5.1a(3) Workforce Change Management: How do you prepare your workforce for changing capability and capacity needs?

How do you balance the

needs of your workforce with your organization to ensure continuity, prevent workforce reductions, and minimize the impact of any necessary reductions;

prepare for and

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CriteriaEvidence



manage any periods of workforce growth; and

prepare your workforce for changes in organizational structure and work systems, when needed?

– 5.1a(3)

5.1a(4)Work Accomplishment:

How do you organization and manage your workforce to: accomplish your

organization’s work,

capitalize on your organization’s core competencies,

reinforce a customer and business focus, and

exceed performance expectations?

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CriteriaEvidence



– 5.1a(4)

5.1b(1) Workforce Environment:

How do you ensure workplace health, security, and accessibility for the workforce?

What are your performance measures and improvement goals for your workplace environmental factors?

What significant differences are there in these factors and the performance measures or targets to different workplace segments?

– 5.1b(1)

5.1b(2) Workforce Benefits and Policies:

How do you support

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CriteriaEvidence



your workforce via services, benefits, and policies?

How do you tailor the needs of a diverse workforce and different workforce groups and segments?

– 5.1b(2)

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Factor 0–5% 10–25% 30–45% 50–65% 70–85% 90–100%

Approach







Deployment







Learning







Integration








0-5%10-25%30-45%50-65%70-85%90-100%

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Item 6.1 Worksheet—Work ProcessesKey Factors: Copy/paste only the 4-6 most important and relevant Key Factors relevant to this Item. Enter one Key Factor and its number per row.

CriteriaEvidence


6.1a(1) Determination of Product and Process Requirements: How do you determine key product and work process requirements?

– 6.1a(1)

6.1a(2) Key Work Processes: How do you determine your key work processes?

What are your organization’s key work processes?

What are the key

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CriteriaEvidence



requirements for these work processes?

– 6.1a(2)

6.1a(3) Design Concepts: How do you design your products, services, and work processes to meet requirements?

How do you incorporate: new technology, organizational

knowledge product and service

excellence, customer value, consideration of

risk, and the potential need

for agility into these products, services, and processes?

– 6.1a(3)

6.1b(1)Process Implementation:How does your day-

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CriteriaEvidence



to-day operation of work processes ensure that they meet key process requirements?

What key performance measures or indicators and in-process measures do you use to control and improve your work processes?

How do these measures relate to end-product quality and performance measures?

– 6.1b(1)

6.1b(2) Support Processes: How do you determine your key support processes?

What are your key support processes?

How does your day-to-day operations of these processes

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CriteriaEvidence



ensure that they meet key business requirements?

– 6.1b(2)

6.1b(3) Product, Service, and Process Improvement: How do you improve your work processes and support processes to: improve products

and services, improve process

performance, enhance your core

competencies, and reduce variability?

– 6.1b(3)

6.1c Supply-Network Management:

How do you manage your supply network?

How do you select suppliers that: are qualified and

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CriteriaEvidence



positioned to meet your operational needs,

enhance your performance,

support your strategic objectives, and

enhance your customers’ satisfaction?

How do you: promote alignment

and collaboration within your supply network;

communicate performance expectations,

measure and evaluate suppliers’ performance,

provide feedback to help them improve, and

deal with poorly performing suppliers?

– 6.1c

6.1d Innovation Management: How do you pursue your opportunities for

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CriteriaEvidence



innovation?

How do you pursue the strategic opportunities that you determine are intelligent risks?

How do you make financial and other resources available to pursue these opportunities?

How do you decide to discontinue pursuing opportunities at the appropriate time? – 6.1d

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Factor 0–5% 10–25% 30–45% 50–65% 70–85% 90–100%

Approach







Deployment







Learning







Integration








0-5%10-25%30-45%50-65%70-85%90-100%

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Case Study Debrief

Once you’ve finished your case study, please answer the following questions.

1. What did you struggle with in completing the Case Study?

2. What were your key learnings while completing the Case Study?

3. What questions about the Independent Evaluation process do you have?

4. Share any insights or tips that you had when completing the Case Study?

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Documents

Case Study Scorebook · Web viewStep #1 of the Leadership System ensures the organization is able to create and reinforce an organizational culture that fosters workforce and customer